Integrating Delivery Across London Power Tunnels 2
London Power Tunnels 2 is a major programme to strengthen the capital’s electricity network, delivering new cable tunnels, substation upgrades and critical network infrastructure. Lockrose provided Enterprise Project Integrator support, aligning delivery partners, coordinating complex programme interfaces, safeguarding critical system access requirements and maintaining focus on shared programme outcomes throughout the eight-year delivery programme.
| £1bn investment | Major electricity infrastructure programme supporting London’s future energy needs |
|---|---|
| 8-year programme | Multi-phase delivery involving numerous stakeholders and delivery partners |
| 30km of cable tunnels | New underground cable routes constructed across London |
| 4 principal contractors | Multiple delivery teams working towards shared enterprise objectives |
| March 2025 milestone | First two circuits successfully energised |
| 2026 completion target | Remaining circuits progressing towards commissioning |
The challenge
London Power Tunnels 2 formed the second phase of a long-term investment programme designed to modernise and reinforce London’s electricity network. The programme included the construction of approximately 30 kilometres of cable tunnels, major upgrades at Wimbledon, New Cross and Hurst substations, a new substation at Bengeworth Road and eight tunnel headhouses providing access and ventilation along the route.
Delivered under the Project 13 enterprise model, the programme brought together asset owners, partners, suppliers and advisers around common objectives. Success depended upon effective collaboration, integrated planning and clear decision-making across multiple organisations and workstreams.
Key considerations
Programme integration
With multiple major infrastructure projects progressing simultaneously, maintaining alignment across delivery partners was essential. Activities spanning tunnels, substations, cable installation and customer connections required coordination around common milestones and commissioning objectives.
System access management
Working on a live electricity network required careful planning and coordination of outages and access windows. Critical system access requirements had to be identified early and integrated into programme planning to support efficient delivery.
System access management
Working on a live electricity network required careful planning and coordination of outages and access windows. Critical system access requirements had to be identified early and integrated into programme planning to support efficient delivery.
Collaborative delivery
Four principal contractors delivered different elements of the programme, each with distinct responsibilities and delivery schedules. Establishing a single enterprise view of progress and performance was crucial to maintaining momentum and supporting informed decision-making.
Our approach
Lockrose provided senior programme management support, undertaking the Enterprise Project Integrator role and bringing together the programme’s many delivery, technical and stakeholder interfaces.
Aligning programme delivery
Lockrose coordinated the overall delivery programme, identifying key interdependencies and facilitating collaboration across delivery partners. Targeted planning and coordination workshops aligned activities, resolved emerging constraints and enabled timely decision-making against enterprise milestones.
Supporting system access strategy
Through proactive engagement with key stakeholders, including network operators and programme partners, Lockrose identified critical system access requirements and ensured they were incorporated into delivery planning at the earliest opportunity.
Promoting enterprise outcomes
A key aspect of the role involved embedding the principles of Project 13, encouraging collaboration, transparency and shared accountability across the programme. Lockrose established a common understanding of priorities and reinforced a focus on overall programme success rather than individual work package performance.
Strengthening programme leadership
Lockrose supported the client in its role as enterprise leader, facilitating stakeholder engagement, strengthening governance processes and enabling delivery partners to work collaboratively towards common objectives.
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The result
Lockrose established an integrated and aligned delivery environment across one of the UK’s largest electricity infrastructure programmes.
Through improved coordination of contractor interfaces, programme planning and system access requirements, the enterprise gained greater visibility of critical dependencies and stronger alignment around shared delivery objectives. The first two circuits were successfully energised against programme milestones, with the remaining circuits continuing towards commissioning.
By reinforcing the client’s role as Enterprise Integrator, Lockrose strengthened collaboration, improved decision-making and maintained momentum across a complex, multi-partner programme.
What changed
- Enhanced programme integration across four principal contractors
- Improved visibility of critical interfaces and dependencies
- System access requirements identified and managed proactively within programme planning
- Stronger enterprise-wide collaboration and accountability
- More effective decision-making aligned to shared outcomes
- Successful delivery of key energisation milestones
- Continued progress towards programme completion